Building trust may seem mysterious, something that just happens or develops through a process unknowable. The good news is there are concrete actions that tend to build confidence (and actions that are almost guaranteed to break the trust).

First, let's agree on a definition of trust in the workplace. We all know that trust is the foundation of teamwork. But to hear some people talk, you'd think the team members got married, and not the creation of software together. What we need in the workplace is the professional trust. Professional trust said: "I am convinced that you are competent to do the job that you share relevant information, and you have good intentions towards the team." Taken together, this is the confidence of the communication commitment and competence.0. People trust Other

The step of rank zero in a climate of trust is to display confidence. One way is to make a generous interpretation when someone makes a mistake or disappoint you in some way. Those who always jump to the worst conclusion about the competence of others and motivation to inspire distrust, not trust.

Most people do not try to be evil or stupid, give him the benefit of the doubt until you have data that proves you're wrong.1. Directly address issues

Ruffled feathers come with a close collaboration is bound to happen that a person rubbing another way evil. Maybe that's how your companion cube chewing his chewing gum or listening to voicemail on the speakerphone. Maybe someone has used your laptop and change the preferences or broken building, then left for lunch.

When one team is listening to you, speaks directly to that person develops confidence. He said: "I value our working relationship, and I'm ready to have an uncomfortable conversation to make it better." He said, "You know where you stand with me, I will not go behind your back. "

These conversations are not always easy, but the alternatives are worse.

Some people avoid discussing uncomfortable and let their anger and resentment build until it explodes. It almost always leads to more damage difficult to repair than the irritation of origin.

Another way people avoid the conversation is to tell their leaders about the problem. If you really want to undermine the confidence with colleagues, playing tattle tale and complain to the boss. (As with everything, there are exceptions. If the situation involves sexual harassment, an impropriety or physical safety, talk to your boss).

When people do not know how to have difficult conversations or think someone else use to navigate a working relationship, trust is eroded. And that's why people need a framework to talk about interpersonal feedback.2. Share relevant information

Knowledge is power, but it is more powerful when it is shared. When someone from the team holds an opinion or concern about something and returned later to say, "I thought it was a bad idea from the outset," other team members feel caught unawares. This trust breaks. If you do not support an idea or an approach, say so. (Of course, there are more effective and less effective ways to do it.)

The relevant information is the task, but it is also about you. People tend to trust people they know as individuals can identify. A shared experience, common interests, and the soil solid form of identification that people can put on when there is friction and conflict. You do not have to share your deepest secrets, but to let other people on the team to know something about life outside of work makes people "real." It is difficult to trust a number, but much easier to trust and be generous with someone who shares some of the same challenges and interests you do.3. Monitoring of commitments, or give prompt notice when you can not

For teams to function, team members need to believe that their colleagues are reliable. Without the confidence that others are reliable and take their share of the load, some will commit to a common goal.

No reasonable person expects that each person can meet all the commitments of all time. Sometimes a piece of code turns out to be more complex than expected, or we discover that we do not understand the task when we made our estimate. But when you expect when the task was due to let people know it's going to be late, you seem unreliable. So that people know as soon as you know, and renegotiate.4. Say no when you mean No.

Sometimes you can not take another job or do a favor for someone to ask. Most of us are programmed from an early age to other people please, if we are afraid of being labeled selfish or "not a team player" if we say no. But if you really can not do what is asked, it is more respectful to say no and let the other person's needs met elsewhere.

Say yes without following through other leads to doubt your word. If you can not say no, your yes means nothing.5. Share what you know and what You Do not Know

Feel free to share your knowledge (without the help inflict). But also be prepared to hear the ideas of others, rely on them, and help others shine. Admit when you do not know the answers. There's nothing worse than a know-it-all who is wrong.

It may seem paradoxical, but the competence trust is, the confidence of your colleagues in your abilities, sometimes is to admit you do not have all the answers. Asking for help help others see you as a real person, and people generally like to be helpful.

Most people enter a new situation with a basic level of trust. This level can be high or low, depending on their perspectives and life experiences. But from there, every interaction is an opportunity to increase or decrease trust. With the techniques I listed above, you are now armed with several ways to build a solid foundation of confidence for your team.